Are you prepared to answer the questions, “What are the current skill sets of our employees?” or “What specific training do our employees need?”
For those companies who are already having these discussions internally, it is an important topic that deserves a lot of attention. To meet long-term strategic objectives, many companies are concerned about concurrently increasing the skill level of their existing staff, while developing the skills and bench strength for their future needs.
Sales professionals know that it’s easier to develop a great relationship with a current customer than it is to create a relationship with a new customer. The same is true for organizational talent; it’s easier to develop from within than to reach outside their organization. Today most organizations have to do both; fortunately, the steps to develop current and new workers are the same. It is important to identify strengths and areas for improvement among your current employees and use that information to develop training for future employees.
Here are the 5 things you should know about Job Analysis and Knowledge Transfer:
Internal subject matter experts are the “go to” people who have been with the company for a long time and have full understanding of a job position. Picking the right subject matter experts is critical; they are your content experts and future mentors.
Conducting a job task analysis helps to document the relevant responsibilities and tasks needed to successfully perform a job, and is also used to develop training for new hires, or identify training needs of current workers. The job task analysis becomes the foundation for all skill assessments and training.
Are there key tasks that only a few people in the organization are capable of performing? The job task analysis becomes the “score card” to identify critical tasks and prioritize knowledge transfer needs. Prioritizing the need will keep knowledge transfer initiatives focused.
What is your organization’s track record for implementing a program and following it through to completion? What has worked for you in the past? What hasn’t worked? Creating a solid implementation plan with clear measurables, and ensuring high level management commitment will help make your program successful.
Were your training priorities achieved? Did you measure results and were your outcomes realized? U.S. firms spent $156 billion on employee learning in 2011, according to the American Society for Training and Development. Research suggests that with little follow-up or meaningful assessments, 90% of new skills are lost within a year.
A well thought-out and implemented program will result in a culture of learning that will benefit both the employees and the organization.